McGraw-Hill/Irwin
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Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
11
Skills for
Developing Others
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Introduction
This chapter will concentrate on skills related to the
leader’s relationship with others:
• Setting goals.
• Providing constructive feedback.
• Team building for work teams.
• Building high-performance teams—the Rocket
Model.
• Delegating.
• Coaching.
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Setting goals
For goals to be achievable, they should have the
following characteristics:
• Specific
• Observable
• Attainable
• Challenging
• Based on top-to-bottom commitment
• Designed to provide feedback to personnel about
their progress toward them.
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Providing constructive feedback
The development of good feedback skills is related
to developing good communication, listening, and
assertiveness skills.
To give good feedback, the provider must:
• Be clear on purpose of feedback
• Choose appropriate context and medium
• Send proper nonverbal signals
• Try to detect emotional signals from recipient
• Be assertive in providing it
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Improving feedback skills
To improve feedback skills, leaders should work to
ensure that when they give feedback, they are:
• Giving feedback that is helpful
• Being direct
• Being specific
• Being descriptive
• Being timely
• Being flexible
• Giving both positive and negative feedback
• Avoiding blame and embarrassment
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Team building for work teams
Figure 11.1: A Rationale for Individual, Interpersonal, Team, and
Organizational Training
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Building high-performance teams—
the Rocket Model
The Rocket Model is a prescriptive model of team
building:
• It tells leaders what steps to take and when to
take them when building new teams
The Rocket model is also a diagnostic model of
team building:
• Helps in understanding where existing teams are
weak and what needs to be done to get them
back on track.
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The Rocket Model
Figure 11.2: The Rocket Model
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Components of the Rocket Model
The Rocket Model is comprised of the following
components:
• The Mission
• Talent
• Norms
• Buy-In
• Power
• Morale
• Results
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Team Assessment Results for a
Dysfunctional Health Care Team
Figure 11.3
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Team Assessment Results for a
High-Performing Retail Team
Figure 11.4
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Delegating
Delegation gives the responsibility for decisions to
those individuals most likely to be affected by or to
implement the decision.
It is more concerned with autonomy, responsibility,
and follower development than with participation.
Research shows that businesses are more
frequently high-performing when leaders delegate
authority.
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Delegation is Important
Delegation is important for a number of reasons
including:
• It frees time for other activities
• It develops followers
• It strengthens the organization
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Why Leaders Avoid Delegation
Some common reasons leaders avoid delegation
include:
• It takes too much time
• It is risky
• Fear the job will not be done properly
• The task is desirable
• People are already too busy
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Effective Delegation
The six principles of effective delegation:
• Decide what to delegate
• Decide who to delegate to
• Make assignments clear and specific
• Assign objectives, not procedures
• Allow for autonomy while monitoring performance
• Give credit, but don’t blame
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Coaching
According to Peterson and Hicks:
• Coaching is the “process of equipping people with
the tools, knowledge, and opportunities they need
to develop themselves and become more
successful.”
• Good coaches:
– Orchestrate rather than dictate development.
– Help followers clarify career goals.
– Identify and prioritize development needs
– Create and stick to development plans
– Create environments that support learning and coaching
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5 Steps in the Coaching Process
The coaching process involves 5 steps.
1.Forging a Partnership
2.Inspiring Commitment: Conducting a GAPS
Analysis
3.Growing Skills: Creating Development and
Coaching Plans
4.Promoting Persistence: Helping Followers Stick to
Their Plans
5.Transferring Skills: Creating a Learning
Environment
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Developmental Plan Checklist
TABLE 11.1 Development Plan Checklist
Source: G. J. Curphy, The Leadership Development Process Manual (Minneapolis, MN:
Personnel Decisions International, 1998).
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